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New Zealand Journal
of Employment Relations
Volume 34 Number 3 In the latest New Zealand Journal of Employment Relations the following topics are covered. If you wish to read the full articles or download the entire NZJER issue you need to subscribe to the NZJER. If you are already a subscriber please log in here. Managers’ Attitudes to Teleworking GLENDA SCHOLEFIELD* and SIMON PEEL** Abstract This paper investigates managers’ attitudes to and perceptions of teleworking. Despite many predictions that teleworking would become a significant mode of work, evidence suggests that the uptake of teleworking has been much less than might otherwise be anticipated. It is suggested that managerial resistance may play a part in this. This study surveyed 123 managers in marketing firms in New Zealand and followed this up with eight in depth interviews. It is clear that while managers overwhelmingly report positive attitudes towards the concept of teleworking they have significant concerns which affect their actual usage. This paper contributes to our understanding of these contradictory attitudes on the part of managers and suggests further avenues for research. * Glenda Scholefield is post-graduate student at Unitec and Product Manager at ASB Bank. ** Simon Peel is the Dean of Research at the Unitec Institute of Technology. speel@unitec.ac.nz Employee Well-Being and Union Membership KEITH MACKY* and PETER BOXALL** Using a random telephone survey
of 645 New Zealand employees in unionised workplaces, we compare union
members with non-members on four dimensions of employee well-being:
felt work intensification in terms of work demands on time and role
overload, job-induced stress, work-life imbalance, and job
satisfaction. We find no differences between unionists and
non-unionists in respect of overall job satisfaction, although two
facet-level aspects of satisfaction do predict union membership
– promotion opportunities and recognition levels. Union
members also report higher levels of work overload and pressure,
greater stress, and greater work-life imbalance compared to non-union
members. These findings are discussed in relation to theories of union
belonging. * Keith Macky is Associate
Professor in the Department of Management at Auckland University of
Technology (AUT). Private Bag 102 904, Auckland, NEW ZEALAND. +64 9 921
9999 x 5035. keith.macky@aut.ac.nz Employee Opinion on Work-Family Benefits: Evidence from the U.S. DONNA M. ANDERSON*, KATHRYN BIRKELAND** and LISA GIDDINGS*** Abstract We examine employee views on employer assistance for employees’ work-family issues and the effect on two measures of employee global attitude towards the employer: job satisfaction and employee attitude. We use data from the 2002 National Study of the Changing Workforce, a nationally representative sample of 2,451 waged and salaried U.S. workers and a hierarchical multiple regression analysis to test for mediating effects of supervisor support and workplace culture. A negative view of an employer’s efforts to assist employees with work-family issues results in lower levels of job satisfaction and worsens employee attitude. Supervisor and coworker support moderated the negative effect of employee opinion of a company’s work-life involvement on employee attitude, although the support had no effect on mediating the effect of the negative opinion on job satisfaction. * Donna M. Anderson, Ph.D.,
Professor of Economics (contact author: anderson.donn@uwlax.edu
(608)785-6864) Grievance Processes: Research, Rhetoric and Directions for New Zealand BERNARD WALKER* and R.T. HAMILTON** Abstract Individual-level conflict is a central aspect of contemporary employment relations. The literature is somewhat fragmented, focusing on certain aspects of grievances and dominated by North American writing. The implications for New Zealand are explored and compared with local research which has been driven largely by policy and operational needs. At a time when political debate over grievance laws is once again intensifying, three main areas emerge as priorities for future New Zealand research: a focus on the decision-making processes of employers and employees; what happens in the early stages of within-company resolution; and the merits of alternative dispute resolution procedures. * Dr B. Walker, Lecturer, Department of Management, University of Canterbury** Professor R.T. Hamilton, Department of Management, University of Canterbury Secondary Boycotts and Ally Doctrine in the U.S. Law of Strikes JACOPO BUSNACH RAVENNA* Abstract The paper aims to schematically illustrate the legal genesis of the concept of secondary boycott in U.S. statutory law and its application in the relevant case law. For this purpose, a brief overview of the historical origin of the right to strike is provided, along with the analysis of the evolutionary process which led to its inclusion in the Constitutional Charts of many European countries. This introduction is followed by a description of the legislative steps towards the enactment of the Wagner Act (1935), as amended by the Taft-Hartley Act (1947), and of the Landrum-Griffin Act (1959), especially focusing on the different sanctions which may spring from group ostracism against neutral employers. The distinctiveness of the so-called “ally doctrine” as regards the labour unions’ liability for instigating secondary boycotts is further portrayed, as an exception to the guarantee of free speech contained in the First Amendment to the U.S. Constitution. * LLB, Bocconi University (2007); Visiting Student, University of Richmond School of Law (2008); JD, Bocconi University (2009); Associate at Gianni, Origoni, Grippo & Partners – M&A Department (2009 - now).The 2010 review of the New Zealand personal grievance system: Commentary BERNARD WALKER and R.T. HAMILTON* Abstract Following its election in 2008, the National-led government has moved to amend grievance laws. The arguments for and against such changes are well-rehearsed in terms of the values involved. What is missing, however, are empirical studies to substantiate or refute the claims made by either side. The present article outlines the nature of the research needed, highlighting the role of researchers, as well as the need for employers, unions and practitioners to collaborate in establishing a field of knowledge. * Both authors, Department of Management, University of Canterbury
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